ICT Project Management: Assessment 3 - Project Charter Report

This report presents an ICT project charter for a new computerized ticket booking system designed to increase revenue and improve operational efficiency. The report begins with an overview of the project's measurable organizational value, outlining its financial, operational, customer, strategic, and social impacts. It then details the scope management plan, defining the project's scope, requirements, in-scope, and out-of-scope elements. A list of resources, including people, technology, and facilities, is provided. The report includes the use of MS Project software to develop the project schedule, work breakdown structure, and milestone list. It also addresses project assumptions and conducts a risk analysis, identifying potential risks, their probabilities, impacts, and proposed responses. The quality management plan outlines the team's philosophy, verification and validation activities. Finally, the report covers project closure and evaluation, including earned value criteria and key evaluation questions. Appendices provide supporting documentation and references, including insights from the World Bank and the Project Management Institute's PMBOK guide, offering a comprehensive overview of the project's planning, execution, and evaluation phases.

Assessment 3 ICT Project Management
Project Charter
9/29/2017
Name of University
Student’s Name

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Table of Content
Part One......................................................................................................................................................................... 2
Measurable Organisational Value.................................................................................................................. 2
Part Two........................................................................................................................................................................ 3
Scope Management Plan.................................................................................................................................... 3
List of Resources:.................................................................................................................................................. 4
Part Three..................................................................................................................................................................... 4
Use of MS Project Software to develop the schedule............................................................................4
Part Four........................................................................................................................................................................ 9
Assumptions............................................................................................................................................................ 9
Risk Analysis........................................................................................................................................................... 9
Part Five...................................................................................................................................................................... 11
Quality Management Plan............................................................................................................................... 11
Part Six......................................................................................................................................................................... 12
Project Closure & Project Evaluation.........................................................................................................12
Appendix................................................................................................................................................................ 13
Appendix A:...................................................................................................................................................... 13
Appendix B:...................................................................................................................................................... 13
Appendix C:....................................................................................................................................................... 13
References.................................................................................................................................................................. 14

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Part One
Measurable Organisational Value
Area of Impact:
Rank 1 - Finance: The new system will increase the ticket selling and hence the profit too.
Rank 2 – Operational: The new system will reduce crowd load at the main gate and ticket
counter, so the operation by volunteers shall be easier than now.
Rank 3 – Customer: Service can be improved by providing online booking facility in
advance that too at a cheaper rate than the counter will provide convenience to the
customers.
Rank 4 – Strategy: The feature which allows to ‘book early and gets discount’ will help in
generating advance cash than during the show will strategically benefit Globex Corporation
Rank 5 – Social: This new system will help in reducing crowd management and hence the
social damage will not be there by the crowd.
Project value:
Value 1 (Faster): This new system will help visitors to book online, so there will be easy
access at gates and the system will work faster.
Value 2 (Do more): the new system will make the show profitable and so RALS can expand
its base to other places too.
Metrics with time target:
Capital will get generated before the start of RALS – by October of every year
Reduction in pressure of crowd management on volunteer and hence the number of
volunteers can also be minimized – during the show in November every year
Increase in the donation amount to ICV by at least 10% - after the RALS in
November every year

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Enhancement in the selling volume of tickets by 10% - from October to November
every year
Part Two
Scope Management Plan
Define Scope (Safari Books Online, 2017): the main scope of this project to develop a new
computerized ticket booking system which shall allow the customers to book tickets using
designed web-page to reduce the human load on the gates and ticket counter at the same
time generate more revenue from RALS to make it more successful.
Requirements: this application must provide the proper access to the customers and at the
same time prevent the system from any cyber-attack.
In-Scope: Online generation of tickets
Tickets to have unique IDs
Scanner machines with the volunteers to check the authenticity of tickets
Provide computerized format of ticketing system at counter too
Installation of all the required system (hardware + software) and configure
with the existing system
Out-of-Scope: Maintenance of the hardware installed on the system
Providing training beyond 10 days of project completion
List of Resources:
People: Project Manager, Database Engineer, Network Simulator, Finance & Admin (F&A)
Manager

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Technology: Proper network system, Computers, Video-conferencing
Facilities: Proper office set-up with seating arrangements for all team members
Others: vehicle for pick-up & drop, travel, training
Part Three
Use of MS Project Software to develop the schedule
Work Breakdown Structure (Wrike, 2017)

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Milestone List:
Activities & its Resources:

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Activities & direct labor costs & Gantt chart:

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Part Four
Assumptions
Volunteers are adequately educated to operate the newly developed system
Stakeholders are very much distinguished and need not stress over their
investigation, as Virtucon is a long-term specialist of Globex

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Risk Analysis
RISK
No.
Description (The
MITRE
Corporation, 2017)
Proba
bility
Imp
act
Prod
uct
Ran
k
Owne
r
Response
(ProjectEngineer, 2017)
1 Identification of
stakeholders not
done properly
3 7 21 4 Project
Manager
Need to take help of
old RALS employees
to identify
2 Collection of
requirement
could not be
performed
properly due to
above issue
6 9 54 1 Project
Manager
Once properly
identification is done
then the expectations
can also be
documented
3 Expectations of
stakeholders
could not manage
due to wrong
identification
6 5 30 2 Project
Manager
Once the
requirements are
documented, plan for
managing
expectations also
required to document
4 Cost got overrun
due to excessive
addition of
requirements
3 9 27 3 Project
Manager
Requirements are
required to be
finalized and signed
to avoid any addition
on piecemeal basis
5 Proper closing
could not be done
due to some
balance scope of
work which was
missed out to
poor
2 9 18 5 Project
Manager
At the end of every
stage, closing is
required to be done

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documentation
Part Five
Quality Management Plan
Team’s Philosophy: (Jamil, 2013)
The associates should try to keep up required nature of the things and should meet the
accomplice's wants. To sidestep the need of extended time, everything should be checked
altogether before the completion of each stage. Each one of the stakeholders must be happy
with the outcome of the project at every stage.
Verification Activity:
Activity Target
1. The project should be passed on time 23rd November
2. The money spent on each and every work of the errand
should not overshoot the general project's budgetary
arrangement
By 23rd November
3. Each one of the necessities of the customers should meet By 23rd November
4. The threats of this project ought to be seen and the advance
ought to be controlled by the same
Throughout the
project lifecycle
Validation Activity:
Activity Target
1. Endorse the desires against the accomplice's reported
prerequisites
By 23rd November
2. Before closing the project, all desires must be passed on as
per the benchmark design time and cost
By 23rd November
3. All the required Quality Standards are met By 23rd November

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4. Ensuring to completing each stage, each one of the criteria
ought to be checked to ensure concerning the right
arrangement
By 23rd November
Part Six
Project Closure & Evaluation
Project Closure: (Furia, 2016)
Earned regard criteria could be kept up all through the project
All the quality features/models are met
In case of any additional requirement, it has been passed through the change order
management channel only
All the required procurement documentation is submitted
Project Evaluation: (Anglesey County Council , 2012)
Has the ticket booking started before the show?
Could the revenue generation cross last year’s collection by 9% at least?
Has the extravagant weight on volunteers to control the gathering could be
restricted?
Appendix
Appendix A:
Kusek, J. Z., & Rist, R. C. (2004). Ten Steps to a Results-Based Monitoring and Evaluation
System. Washington, D.C.: The Word Bank.
The author specified about the helpfulness of the 'Checking and Evaluation' tool which is
being utilized by an expansive number of projects regardless of their size and nature of
business or task. The esteemed organization like World Bank also performs the similar

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evaluation techniques to review the outcome of their investment. In any case, it has been
watched that dependably the cash spent does not bring the positive outcome which was
believed to be at the start of the project. So to analyze the result of the project or any
investment, the previously mentioned tools is especially helpful. By leading legitimate
observing and afterward the assessment can produce different results and the purposes
behind the disappointments, which the banks can remember before giving monetary
guides to some other comparable project. I feel that if the strategy is being utilized by the
regarded association like 'World bank' we should likewise embrace it for our task as well.
Appendix B:
Wingate, L. A. (2002). The Evaluation Checklist Project: The Inside Scoop on Content,
Process, Policies, Impact, and Challenges . American Evaluation Association
conference (pp. 1-12). Washington DC: The Evaluation Center, Western Michigan
University.
The author mentioned that the checklist is the laundry list developed by many experienced
people on the basis of their lessons learned over the period of time. These evaluation
checklists are very much important to evaluate the project criteria and their outcome. The
checklist provides a list which can cover the whole area of the projects which are important
to be analyzed for the evaluation purpose. There are various autonomous organizations or
universities or teachers works for developing such checklists. Even this analysis is also
performed by the evaluation center of the Michigan University. I too also fully support the
report and findings narrated by the author, that for conducting either close-out or the
evaluation of the project, we need to always adopt some checklists as per our assessing
criteria. Moreover, these checklists are readily available on different websites.
Appendix C:
Project Management Institute. (2013). A guide to the project management body of
knowledge (PMBOK® guide). -- Fifth edition. Newtown Square, Pennsylvania: Project
Management Institute, Inc.

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It is clearly mentioned in the manual for the project structure, i.e. the PMBoK that the
evaluation is the method which we need to perform after each stage and even in-between
the stages too. I totally agree with the information mentioned in the book that after each
phase of advance like 'the first cut outline' and the 'second cut plan' the assessment is done.
By then after the appraisal of the executed assignment is done in the huge bit of the project.
Even the evaluation is performed to assess the seller’s performance. So it can be reasoned
that the assessment is an absolute necessity prerequisite for making the project fruitful.
References
Anglesey County Council . (2012). End of Project Evaluation & Project Closure. EU Project Management
Guidelines, 1-14.
Furia, G. L. (2016, October 6). The Seven Activities of Project Closeout. Retrieved September 28, 2017,
from http://www.esi-intl.co.uk:
http://www.esi-intl.co.uk/blogs/pmoperspectives/index.php/seven-activities-project-closeout/
Jamil, I. (2013). Project quality management - PMI PMBOK Knowledge Area. Retrieved September 27,
2017, from www.slideshare.net: https://www.slideshare.net/immmrann/project-quality-
management-pmi-pmbok-knowledge-area
ProjectEngineer. (2017). Retrieved September 28, 2017, from Plan Risk Responses:
http://www.projectengineer.net/knowledge-areas/project-risk/plan-risk-responses/
Safari Books Online. (2017). 5.3 Define Scope. Retrieved September 28, 2017, from Safari Books:
https://www.safaribooksonline.com/library/view/a-guide-to/9781935589679/sub5.3.xhtml
The MITRE Corporation. (2017). Retrieved September 28, 2017, from Risk Identification:
https://www.mitre.org/publications/systems-engineering-guide/acquisition-systems-
engineering/risk-management/risk-identification
Wrike. (2017). What is Work Breakdown Structure in Project Management? Retrieved September 28,
2017, from https://www.wrike.com/project-management-guide/faq/what-is-work-breakdown-
structure-in-project-management/